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The purpose of this paper is to report the views of UK marketing educators about critical issues in teaching and learning of university‐level marketing education, and to compare these views with the views of other stakeholder groups.

An online survey was administered to members of the UK Academy of Marketing; 51 completed, usable questionnaires were returned.

Respondents believe that teaching international students, plagiarism and providing feedback to students are the three top‐priority issues in teaching and learning. Perhaps surprisingly, e‐learning and the use of virtual learning environments are considered to be relatively low‐priority issues.

The low‐response rate is a limitation of the study. The study detected some interesting similarities and differences of opinion between marketing academics and deans of business schools, between pre‐ and post‐1992 universities, and between professors/readers and those in lecturing positions. Notably, the lack of agreement between marketing educators and deans over the importance of relating research to teaching (educators allocate this greater importance) and e‐learning (deans allocate this greater importance) suggests areas for careful consideration in the development of teaching and learning policies.

The paper is unique in examining the views of university‐level marketing educators about teaching and learning issues. University marketing educators are an important stakeholder in the marketing education process.

The purpose of this study is to examine the use of tools and techniques of strategy and strategic analysis within small- and medium-sized enterprises (SMEs) as a part of the strategy formation process.

This study uses a qualitative, multiple-case-based investigation with semi-structured interviews and secondary data sources to create a context-rich insight to the area examined.

The findings indicate a strong orientation towards operational tools deployment aligned with financial management and resources and process planning, monitoring and control. Strategic perspectives of the respondents indicate an implicit, rather than explicit deployment of strategy tools and unstructured deployment, but general awareness of the resulting component issues. Clearer strategic approaches and strong implementation appear to positively influence success, when measured by growth.

This study is limited to nine organisations within a UK geographic region, and therefore, larger-scale investigation would be beneficial to extend and confirm the findings in differing contexts.

With resource scarcity potentially stymying the opportunity for owner-managers to develop more structured approaches to strategic analysis and development, consideration should be given to how owner-managers can further develop their strategic thinking to support enhanced strategic outcomes for their organisations. Furthermore, strategy educationalists may wish to reflect upon the manner in which they prepare delegates for strategic roles, where the SME context may differ radically from corporate experience.

The methodology for this study differs substantially from previous investigations within the field, which has had relatively few contributions, as it uses in-depth, context-rich qualitative techniques to investigate the micro-processes at play. The conclusions capture new insights and indications and identify areas for further investigation, hence adding to the understanding of a complex and heterogeneous field.

This chapter outlines complex and conflicting issues related to designing tall buildings. It gathers a vast amount of fragmented criticism and concerns and organizes them around the three pillars of sustainability: social, economic, and environmental. Mapping out the “unsustainable” aspects forms the foundation for addressing them in future research and tall building developments. The chapter engages the reader with a preliminary discussion on potential solutions to the outlined problems. It also balances extensive criticism by highlighting the virtues and advantages of tall buildings. Consequently, this chapter forms a foundation for improving the sustainability of tall buildings whenever and wherever they are constructed.

Managing special events which utilise volunteer labour presents unique challenges due to the time-bound and infrequent nature of events, coupled with the non-traditional employment contractual basis associated with volunteers. Having committed, well-trained volunteers can sometimes be the difference between success and failure for an event. This paper explores factors shaping event managers' decision-making in relation to allocating organisational resources towards training for event volunteers.

Utilising qualitative methods, a sample of senior event managers practicing within Australia were invited to participate in semi-structured interviews. Their attitudes towards, and factors shaping, their decision-making in relation to allocating organisational resources towards training for event volunteers were analysed and discussed through an interpretive lens.

Six intervening variables which shaped event managers' decisions to resource volunteer training were identified. These six variables both shaped and constrained event managers' decisions to resource and implement volunteer training.

The study highlights factors that need to be considered when considering attaining festival attendance satisfaction with volunteers’ service provision through training. This work also contributes to future discussions about the value of volunteer training to event success.